Nate Nasralla

Co-Founder

Fluint

Stop losing deals when you're not in the room.

Start selling with committed buying champions to land more enterprise deals.

Our platform is built on the fact B2B deals are won and lost during a buyer's internal meetings — not sales meetings. When champions pitch your product, and teams debate your value, without you.

But most deal champions wing their message, or create their own pitch materials, because they won’t send templated product decks filled with marketing speak to their boss.

To help, Fluint converts your buyer's own words from sales calls into a personalized business case your prospects are proud to champion with you.

Co-Founder & CEO

Sales Assembly

Executive in Residence

Pavilion

Member

GAN is a highly-curated community of independent accelerators, partners, and investors with one collective focus: creating opportunities for startups around the world to access the human and financial capital they need, so each can build powerful businesses and make a meaningful impact, wherever they call home.

Chief Growth Officer

Network for Good

Developed our company’s first-ever enterprise sales division, which grew from $0 to represent 30% of core-product ARR in its first few years.

• Engineered the (successful) launch of the company’s enterprise-level sales operation by developing an end-to-end buyer journey including marketing automation, product offering, pricing strategy, go-to-market strategy, and rep recruitment/retention;

• Created and implemented the company’s first-ever outbound sales strategy to grow core-product ACV, scaling to represent 30% of ARR;

• Personally sold $1.5M while also managing the sales team and cross-functional responsibilities;

• Built, delivered, and managed the sales-effectiveness program for a 25-person sales team, while spearheading a six-month, company-wide integration project to ensure all business areas understand and address the unique needs of a new enterprise customer type.

Managing Director, Enterprise Division

Sr. Sales Director

DonorPath

Co-founded DonorPath, growing the company from its first pilot customers to the successful acquisition by Network for Good, overseeing sales operations, marketing strategy, customer renewal, and the implementation of its company-wide growth dashboard. 

• Directed the acquisition of over 300 B2B customers, moving the company beyond its “pilot” phase;

• Built the segmentation and Marcom strategy to match the right messages to our customers, consultants, and partners, balancing the needs of all;

• Pioneered 2 sales channels new to the nonprofit sector, increasing our growth rate to 70% year-over-year and becoming the first nonprofit software to sell through foundation partners;

• Developed a cross-functional, company-wide dashboard to measure marketing conversion, pipeline efficiency, revenue growth, customer retention, and year-over-year growth.

Charles River Associates

• Directed six separate comparable company analyses used in an economic valuation for the largest bankruptcy proceeding in Canadian history.

• Created the profitability model used to value a patent infringement for one of the world’s largest video game manufacturers.
 
• Authored sections to the opinion reports of the top intellectual property and transfer pricing experts that were relied upon in two notable legal proceedings.

• Developed the ability to quickly distill ambiguous and often large quantities of data into key, actionable insights.

Consultant, Tech & IP Valuation

Tiesta Tea Company

• Initiated relationships with two grocery store chains each with yearly revenue in excess of $3 billion;

• Worked alongside two of the top three largest national grocery distribution companies in addition to structuring customized supplier contracts to fulfill large account needs;

• Developed over twenty account strategies to engage and retain the company’s profitable clients;

• Launched the company’s food safety and recall program to comply with federal regulations.

Director, Business Development

LeaderTreks

- Coordinated funding and logistical details with global non-profit organizations for student trips
- Trained three separate work teams in brick and mortar construction and was responsible for the team’s safety and construction progress of a two story orphanage facility 
- Managed the schedule of a group of fifteen people and facilitated daily performance reviews

Team Leader

I'll teach you to sell with buyers, not to them I Founder @ Fluint.io

Selling with buyers (not to them), by creating deal champions is my jam.

More long-form writing at fluint.io/blog.

___

The backstory, if you're curious: 

B2B sales has been my whole career, and I love it. 

Sometimes, I’m founding the products I sell. Other times, building teams to sell. 

I used to think sales reps close deals. Over time, I realized they don’t — buyers do.

That’s because buying decisions are made during the internal conversations happening about you, without you.

It's why I founded Fluint. To help B2B sales teams sell with their buyers, not to them. To stop losing deals when they're not in the room. 

I send out long-form content and templates/frameworks on this approach, Buyer Enablement, 2X per month. Signup for that email here: 

fluint.io/newsletter 💌

Stop losing deals when you're not in the room.

Start selling with committed buying champions to land more enterprise deals.

Our platform is built on the fact B2B deals are won and lost during a buyer's internal meetings — not sales meetings. When champions pitch your product, and teams debate your value, without you.

But most deal champions wing their message, or create their own pitch materials, because they won’t send templates product decks filled with marketing speak to their boss.

To help, Fluint converts your buyer's own words from sales calls into a personalized business case your prospects are proud to champion with you. 

Join our private beta 👉🏼 nate@fluint.io

Today's the day. After 2 years of writing: 

My second book 'Brief & Brilliant' is out NOW!

→ Grab your copy on Amazon: 
https://lnkd.in/g7_Z-X86

→ Stream it on Spotify now:
https://lnkd.in/gQKKpJZF

All 27,000 words are focused on a single, specific idea that's *the* skillset for your next decade in sales: 

How to simplify complex deals, and sell through chaos.

There are lots of people who helped shape this one. But there's one in particular I'm grateful for:

Ken Hohenstein, CRO at OneStream. 

It's been an absolute career highlight to watch how deeply and quickly their entire revenue org embraced this (during the process of IPO'ing, no less).

So to have Ken write the Foreword to this one is...

Well, I'm a little lost for words, so I'll just leave you with some of his words:

_____

"The beauty of Nate’s approach is it’s practical: it’s rooted in the fact executives have 17 other priorities, which often have nothing to do with your deal—and that’s why deals stall. For any CRO or sales leader looking to build their process around their customers—with changes that stick and get results—keep reading."

_____

And thank you, very sincerely for reading along. 

It means the world to me!

→ Grab your copy on Amazon: 
https://lnkd.in/g7_Z-X86

fluint

Talks about #enterprisesales and #buyerenablement

Co-Founder @ Fluint | Simplifying complex sales I Author of Selling With I "Dad" to Olli, the AI agent for B2B teams

Well-meaning but pretty weak tea advice you'll see around LinkedIn: "Sellers, don't talk to executives about features, focus on outcomes!"

I mean, sure. 

Of course you've got to connect your message to a topline metric. 

But what ends up happening when an AE hears this is they *avoid* talking about  product altogether, so the exec ends up thinking...

"...umm so what exactly do you do?"

Then the AE's message falls flat, because it sounds like everyone:

"We'll increase your revenue, and decrease your expenses."

(Thank you, McKinsey.)

So here's a different flow you can test this week. 

____

(1) What's changing?

Start with a shift in the exec's environment (internal or external). Something that already has mindshare to create an, "Oh they get it," moment.


(2) What's the right approach? 

A *specific* recommendation on how to respond to the change, that only you can say, because of what your product enables. To create a, "That's interesting, say more" feeling. 


(3) What's the good / bad? 

NOW this is when you talk positive/negative outcomes. It'll land, because there's credibility and context wrapped around it. 

____

Here's an example:

(1) Shift: 

"You're rolling out small format stores: 1/3 the space, a fraction of the SKUs. So associates can't rely on customers wandering into a purchase anymore."

(2) Approach: 

"That means every conversation has to be intentional: the play is a specific product suggestion built into each associate's tablet, based on a blend of what's in *that* store's inventory + *that* specific customer's history."

(3) The good/bad: 

"Retailers doing this see basket size hold, even with 70% less floor space. The ones who don't see store revenue shrink along with square footage."

____

PS, I cover this framework + more on selling to execs in my 2nd book, "Brief & Brilliant." It's < $20 on Amazon, and it just dropped on Audible today:

https://lnkd.in/gEwkEmxA

If you want to hire reps who can “close,” head's up.

Closing isn’t a skill. It’s an outcome.

It's the byproduct of a rep who:

1/ Finds and frames a high-cost, high-priority problem
2/ Gets exec-level buy-in on the vision for what's possible
3/ Creates consensus on the right way to go make it happen
4/ Builds the case to invest in it, w/ a compelling narrative
5/ Keeps (genuine) urgency and follow-through to go-live
6/ Gracefully navigates blockers along the way

1 + 2 + 3 + 4 + 5 + 6 = “Closing.”

It’s an outcome with a lotta inputs.

It’s not a standalone skill.

Here's a 4-sentence email buying team execs love.

Try sharing this for Q4 mid-funnel deals, to keep mindshare.

Especially good for longer or more complex cycles > 90 days.

You can literally write inside it, "no reply needed." (Execs like to be in the know, but without the burden of an 'ask'.)

______

Subject: Update, [ Internal Priority ]

[ Executive ], we're making good progress on [ problem area ].

Surprisingly, [ an interesting finding / discovery you made with their team ].

Which means [ impact on one of their "named" projects / priorities ].

We also have [ deal activity ] planned this week, will update you after.

______

It's often the small things that end up swinging big deals.

Ever peeked inside an exec's inbox?

Most AE’s haven't, so today on Black Friday, walk into any Walmart with your laptop and try to get some work done. 

You'll get the idea:

People throwing elbows, pushing up to the front of the line to grab something: "a few minutes," meetings, approvals, decisions, signoff, etc.

So, some things to keep in mind while communicating with an exec:


1/ Execs typically read your emails during other meetings. Or during early mornings / late nights. 

- If you have something longer (e.g. a 1-page exec summary), try sending in the off hours. The chance it's read goes up. Schedule for 5:30am or 8pm.

(And if you're sending a 30-slide deck that's covered in vendor branding? Might as well just go ahead and delete that. It's not getting read.)

- If you’re sending something mid-day, keep it to ~4 sentences. Again, they’ll read it while multitasking.


2/ It’s basic… but asking for time triggers the “I’m so busy” reflex. More likely outcomes are an internal referral, from a forwarded email with a short opinion. 

Craft your CTA's accordingly, example:

You: "Would you want to weigh in first, or ask the team?"
↓
Exec: *FWD* 

interesting, plz look at this.

-Sent from my iPad


3/ Even better, write your champions a forwardable email and have them send it, CC'ing you. Execs prioritize internal senders over external senders.


Any other tips you'd add? 

Either because you're an exec, or, you found a practice that works?


PS, my next book “Brief & Briliant” is all about this. It’s 50% off this weekend on Amazon! Just click below my name on this post.

T-6 Days 

My second book, "Brief & Brilliant" is officially published next Thursday!

It's all about selling more, by saying less.

Because, like you might have noticed around here... our weeks tend to feel more like attention confetti than focus and flow. 

Which makes simplicity a gift. But the thing is, simple isn’t easy.

And that's why every framework and phrase in the book will teach you a single, specific, and wildly practical skill:

How to craft short soundbites that stick.

Speak of:

In < 10 words, what's 1 soundbite a sales leader's said to you, that's stuck?

Wise words you still remember today.

^we'll ship the limited "dark mode" edition copy of the book to people with the best "soundbites" below (upvote your fav)

Average AE's will struggle with this exercise. Top AE's will breeze through it. 

You can do it in ~15 mins to figure out which group you fall into.

It's a major part of book 2 ("Brief & Brilliant" that drops tomorrow!).

Here's the exercise:

Fill in this soundbite below for 3 deals in your mid-funnel:

_____

"Because of [ a big change / shift in the customer's world ], now's the time to [ respond with a specific action you can uniquely enable ]. 

If we do, we'll find [ good outcomes mapped to the customer's priority ]. If we don't, [ bad outcomes continue, and get worse ]."

______

Look at how different each soundbite is. 

All look pretty similar? Then your messaging probably:

- Talks about "efficiency" and "workflows" (not an exec priority)
- Has no numbers or customer data (shallow discovery)
- Generic "persona" and product language (not the buyer's)

Reading this, you're probably still thinking, "I can do that."

So try it: write up the soundbite, share with your team, then your champ.

See how many differing opinions you'll get.

No sales practice is guaranteed to bring a payoff. But this one is pretty close. 

And to help out, grab the editable doc / video breakdown / book preview:

https://lnkd.in/gXns5Jva

Everyone thinks they need big titles in their deal.

So reps are taught to sell above the "power line."

Which is true — you do need to get above the line. 

But that line isn't a cut and dry thing that's easy to spot.

Enterprises are more like social networks than hierarchies. 

Influence doesn't sit neatly above or below a certain set of titles.

Instead, influence = building a track record and the "social capital" to shape conversations, move deals forward, and create change.

Some things I like to look / listen for here are contacts who:

(1) Previously worked for a direct competitor
(2) Worked with the buying exec at a prior company
(3) Everyone waits to hear their answer first before speaking

Which means the lines will fall differently inside your accounts.

What are some other things you look for to "trace" the power line?

Every single deal you sell comes down to these 4 sentences. 

They work together to create a single soundbite: 

Something that’s simple for buying execs to remember and repeat. 

But simple isn’t easy...

..so here's how to put those 4 sentences to work landing 6, 7, and 8 figures. 

(I cover all this in my next book, “Brief & Brilliant” that drops Nov 20th!)

I got my hands on a memo most sellers will never read.

Because very few sellers get to work for a leader who operates like this. 

It quietly kicked off one of the most effective shifts in a sales-led motion I've seen, and it's how Peter Sheehan at Informatica rewired how his team sells *with* their buyers.

From pitch decks → to co-authored narratives.
From selling features → to selling with champions.

So in one of my favorite nerdy past times... here's an 8-minute memo breakdown.

Not just showing you what he wrote, but how he thinks. 

(So you can borrow that thinking.)

If you're curious to see the full memo and their frameworks, check 'em out:

https://lnkd.in/gMqiSsMi

When I ran a P&L for the first time, I'd have a weekly 1:1 with our CEO, and he’d always do this thing, that, at first, annoyed the heck out of me.

But I realized why he did it, and I started doing the same:

He’d effectively stop the meeting before I could deliver my full update, because he'd already picked out 1 thing that mattered, and started *doing* it.

He'd hear something he could change, open his laptop, and execute.

So we never got to everything on my list, but I always left with 1 thing off my list. 

Which created momentum, and I realized that was a gift. 

Over time, I started to frontload where I needed: 

- A blocker cleared
- An intro made
- A decision
etc. 

For example, when we started the enterprise segment, I had to "borrow" CS resources from another P&L owner, to help service our first large customers. Before we hired on our own. 

So while we chatted, he emailed Finance to change how we'd book those costs. Which cleared up a bunch of internal tension.

And I've come to believe (and practice) the same over time: 

The best execs you'll ever work with create "momentum."

- A decision today vs. a "I'll circle back"
- They cut scope vs. adding requirements

Sales leaders: it's the exact same idea with your reps. 

Pick 1 thing in your next 1:1, and do it with them: 

- Ghostwrite an exec-to-exec email for a stalled deal
- Edit the POV your sales engineer will use for a demo

Whatever it is. Don't just add to the list. Subtract from it while you meet.

Your team will *feel* the difference, and I promise they'll start to look forward to meeting with you more and more.

What's 1 other habit of an exec / leader you've loved working for?

It’s finally here. 

If you’ve ever thought… 

“I’ve got 12 minutes before my next call… can I actually get any meaningful work done?” 

*proceeds to doomscroll LinkedIn*

…then this is for you. 

It’s the first daily work*flow* built for how sellers actually work. And we're giving out 250 credits this week so it costs you $0 to test out.

We call it “Flow Mode.”

Signup and you’ll get free credits added in to test it:

→ app.fluint.io/signup

You’ll see it’s how Olli (the AI agent built by Fluint) now:
 
(1) Stack ranks at-risk deals going dark and dying mid-funnel
(2) Picks the exact next action to take, and learns over time 
(3) Then *he writes his own prompts* to get that work done 

So when your day looks kinda like this:
 
28 min meeting → check linkedin → write that follow-up you forgot → tweak a biz case → 43 min meeting → Slack a deal update → start an email… run out of time → meeting

Olli will always have a “do this 1 thing next” path lined up for you.

With pre-written drafts for the high-value stuff (multithreading plays, business case edits, etc.)

And a quality message you can’t get in ChatGPT, or anywhere else.

→ Get started: app.fluint.io/signup

PS, important note: 

Flow Mode is 10x better when it's integrated with your CRM/emails/etc..

So if you want your sales leader / revops to take a look, forward this, and we’ll give 3x you the free credits if we hear from them (or www.fluint.io/demo )

When an exec stops a meeting and says: “I have no idea what you’re saying."

That’s... not good. 

It happened to me, because I’d just tossed this guy a big "word salad" of weird words. But no exec's got the time to sort through what we're trying to say. 

We’ve got to wildly simplify our messaging. 

That's the entire focus of my second book that just dropped today: 

"Brief & Brilliant"

I flew to NYC recently, to do an in-person deep dive on the book with the *legendary* Nick & Armand at 30 Minutes to President's Club.  

We get into some unwritten examples and stories I think you'll love!

Search 30MPC on Spotify and check out the latest episode 🎧 🎧

Only a handful of sellers will actually do what John's outlining here:  

(1) have your full point of view summarized in ~150 words
(2) pull it up with a distracted buyer, and say "here, read this"
(3) sit quietly waiting for them to process it 

Yet, the majority of sellers are going to talk with a distracted buyer living in chaos today, who've got 1,001 messages coming at them. 

So why not give this a shot? 

(Olli can build those 150 words too: it's free at app.fluint.io/signup )

Account Executive @ Fluint

My call Tuesday with a VP of International Sales was dead in the water when we hopped on.

Sellers know the feeling.

VP hops on, he's looking at his phone, clicking on his computer, responding with super short answers.

The truth is -- it's not you. It's not your product. It's them.

They have a lot going on and you're something they would rather push off (in this case for the 4th time this quarter).

But now they are here. What should you do?

First, here's what not to do:
-Don't catch him up on what's new with your company
-Don't pull up a branded slide that scream's "here's that pitch from 2 months ago, remember?"
-Don't break the ice and see if they caught the ball game last night

You need to show something.

Not just anything.

The One Thing.

In this case, I pulled up the half-page business case and said "read this."

160 words of reading later + "what concerns do you have?"

The response. 
"I don't have any concerns. I think, actually, if anything, the last couple of weeks I spent having all of the strategic reps present to me on their account plans, and it sort of doubles down on the.. we're not able to consistently [exact thing we are solving for in the "problem" section of the biz case]."

17 minutes total we went from dead on arrival to sponsored meetings with two new stakeholders, POC planning session scheduled after that and a properly qualified deal.

The message? 

Earn your prospect's attention with One Thing that commands their attention (if they are on a call with you, the One Problem they are looking to solve).

“If we pay you more, can you not sell this to [competitor]?”

You can define product market fit in a lot ways.

But I’m pretty sure if someone’s willing to pay a lot more to keep your product out of a competitor’s hands, that’s PMF.

Most account plans are the sales version of a Peloton bike:

January 1st, you're committed. You got the shoes, the subscription, you ride it twice... then it becomes a $3,000 clothes hanger sitting in the corner.

Account plans are kinda like that: 

There's a big kickoff in January, reps spend hours filling them out, leadership gets their reports. Two weeks later? 

The plan's outdated, nobody opens it, and when the account gets complicated, everyone just kinda wings it anyway.

The problem? 

Account plans are often built to "appease" leaders, not guide reps. So top reps do it differently: 

They build simple living docs guide what they actually *do* tomorrow.

In 25 minutes next week, I'll break down the setup we use with 100's of teams:
https://luma.com/b3v8wglo

We'll cover:

1/ "Living Docs"
An exact structure to use, how it evolves over time (example here).

2/ Multithreading: 
How to map influence and earn warm intros.

3/ Account Signals: 
How to find momentum to build on (vs. when to cut bait and move on)

We'll put the system to work live, and you'll get a way to run account plans for 2026 that's not another expensive "clothes hanger."

https://luma.com/b3v8wglo

^See you there?

Here are 5 bullets, 161 words total, that got us to closed-won.

Our champion screenshotted a Slack thread with his CFO: "This was great. I copy/pasted, he messaged, and we just talked. We're good, send contract."

A few takeaways for you: 

(1) We had already done the work to build a 1-page business case early stage, which had been shared in draft mode. 

"Hey, head's up, I'm exploring this..."

(2) These soundbites chiseled things down to a few core things:

- Opened with a company-wide shift
- Dropped an internal codename the CFO knows
- Added their data on problem
- Linked back to their inside joke "so.. surprise!" 
- Framing as enabling CFO’s team at deal desk > fake ROI stats
- Referenced a memorable anecdote from their reps
- Did the leg work + highlighted alternatives

(3) Overly designed, pretty decks are counterproductive. 

Ain't nobody sharing your billboards internally.


TL;DR: 

Short soundbites get deals done. 

Make your messaging snackable, and it'll get shared.

____

AE's: we built Olli, the AI agent, who crafts short copy/paste soundbites for your Q4 deals, and he learns from patterns across all deals in your team, too. 

It's free to start (signup below my name on this post)

Heyo, I've got a few limited edition “dark mode” covers of Brief & Brilliant left — **if you run an enablement team** and are planning SKO/RKO '26: 

Want one sent your way? Just drop a comment, we'll DM you for a good mailing address. 

(I'll edit this when we're out of copies.)

You'd probably enjoy the read if you're:

- moving your team upmarket
- launching a new product / going multiproduct 
- ramping a lot of new reps

Because it's all about simplifying deals. 

By crafting short soundbites that stick with buying execs, using simple frameworks your champions will remember and repeat. 

Which helps your reps figure out, do I actually have anything meaningful to say in this deal?

____

PS, anyone pick a cool city for RKO/SKO?

On my list for customer keynotes in Q1: Austin, Phoenix, Vegas, DC, Disney World, NYC, Miami,  Boston.

And Sydney, thanks for the photo!

There’s this “breakup” email a lot of sellers use that says:

“Have you given up solving for [ problem ]?”

Which is counterproductive IMO, because it suggests that either:


1/ There’s no real problem worth solving for.

When something’s a genuine problem, your prospects don’t just say, “Eh, you know what? This is hard. I give up.”


2/ It’s not you they might have given up on.

It’s a very real possibility they gave up on you, not the problem. They went their own way, or decided to kickoff their project with another partner.


3/ De-prioitizing something isn’t giving up.

It’s actually an executive skillset. Choosing to “let fires burn” so you can shift your team’s time and attention to other projects.


Something like this always worked for me instead:

Subject: Checkout Project Kickoff

Hey Erica,

Seems like eComm shifted focus, or kicked off the checkout project already.

Either way’s cool. But our services team’s holding time for you just in case.

(We'd need to kickoff by January 5th, to be ready for your Feb deadline.)

What can I let them know?

___

Any other "breakup" emails you all like, that *actually* get replies?

Quick one:

Try making the default meeting time on your calendar :25 or :50 minutes long, as a little mental note for your convo's: 

“Save time to talk next steps.” 

Everyone carves out the full 30 or 60 mins from their day anyway. 

And if you do end it at :25/:50, I mean, we all love people who end early.

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